The purpose of this blog is to share our experience at manufacturing plants all over the world, in a wide variety of industries, each with their own unique challenges and goals.
In the first instalment of this blog series, we discussed the escalation of the sugary drink tax and its effects on beverage manufacturers worldwide. To combat these fees, without passing the full expense on to consumers which would inhibit sales, manufacturers must look for opportunities to make sustainable adjustments to their operations that exponentially reduce costs and optimize yield. When applied across the enterprise, these changes can also transform businesses and help manufacturers outpace their competition.
The demands on manufacturers in the current marketplace are complex. Success hinges on manufacturing processes that are highly optimized to ensure the greatest efficiency and a quick response as well as promote standardization across all products, lines, and facilities.
In recent years, beverage manufacturers have faced a variety of mounting obstacles – from the anti-sugar movement to elevated and changing consumer demands. We discussed how the sugary drink tax could nearly cripple some beverage operations. But, if they act now, manufacturers can make operational adjustments that will result in sustainable cost savings and counter the financial impact of both the tax and shifting consumer preferences.
There’s been a crime. You saw the perpetrator! Okay, well, maybe not a crime, per se, but…
There’s data from production line 3 that is showing something is out of spec. Money has been lost. Quality has suffered…and that’s criminal.
For many manufacturers, automating data collection is on the list of “nice to have” items. Many companies may be doing a good job managing quality with modern real-time SPC software and tools they have in place. But increasingly, manufacturers are challenged to compete on a different level. Today, “good enough” really isn’t good enough.
It is not uncommon for plant managers, quality teams and compliance managers to know they have quality issues in the supply chain but not have the right intelligence to properly pinpoint the problem. Internal supply chain teams excel in logistics, planning and scheduling, but many organizations have gaps when it comes to who is responsible for tracking supplier quality.